{"id":12263,"date":"2023-06-05T05:00:00","date_gmt":"2023-06-05T13:00:00","guid":{"rendered":"https:\/\/www.rangeme.com\/blog\/?p=12263"},"modified":"2023-05-22T13:03:36","modified_gmt":"2023-05-22T21:03:36","slug":"want-to-build-long-term-retail-partnerships-try-holistic-negotiations","status":"publish","type":"post","link":"https:\/\/www.rangeme.com\/blog\/want-to-build-long-term-retail-partnerships-try-holistic-negotiations\/","title":{"rendered":"Want to Build Long-Term Retail Partnerships? Try Holistic Negotiations"},"content":{"rendered":"\n

During one of my recent leadership share groups, I noticed that almost every company in the room struggled with the same challenge. Their most important partners and customers are narrowly focused on short term results, rather than long-term relationships and mutual gain. Simultaneously, most of the top companies are investing in higher-level negotiation training, resulting in more tension, frustration, and relationship angst. <\/p>\n\n\n\n

It\u2019s natural to lose track of your script and become bogged down in the transactional nature of some relationships, but it\u2019s essential to remember the humanity of the other party. Mutually beneficial negotiations create a sense of trust which carries into the future.<\/p>\n\n\n\n

The literature shows that the best relationships are rooted in \u201cseeking to understand\u201d another\u2019s agenda with higher-level diplomacy, shared interests, and co-creation. Recently, I conducted research with a group of senior sales leaders which focused on the health of their retail partnerships. This survey aimed to uncover the factors hindering their engagements and profitability with their largest partners. I discovered that one-third of the manufacturers surveyed are struggling with profitability, desire more access with their top customers, and are looking for more creativity from these customers. How do you think your organization is fairing?<\/p>\n\n\n\n

Developing joint value vs. \u201cwinning\u201d<\/strong><\/h2>\n\n\n
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Historically, most organizations have taught \u201ctechnique\u201d negotiation skills, emphasizing \u201cwinning\u201d versus creating joint value together. My research shows that many top growth organizations do something very different. They uncover hidden challenges (or threats) that their business partners are too close to see. Moreover, they protect the relationship with their partners and offer invaluable insights, addressing the customer’s unstated needs.<\/p>\n\n\n\n

I spoke with a group of B2B manufacturers about the most valuable skills they are utilizing in their customer negotiations. Each skill is rooted in creating \u201cwin\/win\u201d outcomes, not \u201cwin\/lose.\u201d They operate like this, or it is \u201cno deal.\u201d If both parties don\u2019t feel they have achieved the outcome that benefits them both, they continue working on the deal until both are satisfied. This philosophy is unique in today\u2019s transactional world.<\/p>\n\n\n\n

Cambridge Negotiations Lab<\/a> believes three key tensions exist within all negotiations:<\/p>\n\n\n\n